BHRM 2023
HUMAN RESOURCES PLANNING & STRATEGY I
Fall, 2010 James A. Craft
Tuesday, 6:20 - 9:20 p.m. 330 Mervis Hall
209 Mervis Hall (412) 648-1680
The Human Resource Management system is now recognized as a key factor in the formulation and implementation of business level strategic plans. Human resource policies and programs as well as the available human capital can provide particular advantages or limitations to management as organizational strategic goals and plans are defined and implemented. This course is designed to examine human resources management from a strategic perspective. The human resources function will be viewed as a key business partner. The emphasis will be on exploring human resources as an important factor in organizational strategic processes, developing an understanding of the related analytical tools, and determining how these concepts and tools can be used to create and /or enhance an organization's competitive position.
Course Procedure and Student Evaluation. This course is designed to be a directed seminar and, to the degree possible, it will be conducted as such. I, the instructor, will provide substantive, directive and integrating lectures and propose provocative questions at appropriate points. Students are strongly encouraged to offer insights and raise questions based on logic, experience or other academic work. Interaction and sharing can enhance the learning experience. Student evaluation will be based on individual performance on two assigned projects and on the instructor’s evaluation of the student contributions to the class discussions. Each factor weight is:
Student Project ...... 55%
Case Analysis ...... 35%
Contribution to Class Process ...... 10%
I will provide appropriate feedback on assignments as the course progresses. However, in addition to this feedback, I will be glad to discuss any aspect of a student's performance and/or grade at any time during the term of the course.
Course Readings. There is no single “textbook” for this course. The field is an emerging one and we will draw upon the literature (both classic and current) and contemporary practice to explore each of the topics. The readings are indicated for each topic and students can access these using the “Student Express” online journal access of the Library system. In addition to these reading assignments, there may be an occasional assignment from the Wall Street Journal or some web accessible source.
There will be numerous handouts of models, cases, examples, etc. from the instructor during the term. Each class participant is expected to review these materials, prepare them as requested, and to develop his/her own "resource book" of HR Planning and Strategy from the readings, class notes and handouts.
If you have a disability for which you are or may be requesting an accommodation, you are encouraged to contact both your instructor and the Office of Disability Resources and Services, 216 William Pitt Union, (412) 648-7890/(412) 383-7355 (TTY), as early as possible in the term. DRS will verify your disability and determine reasonable accommodations for this course.
COURSE TOPICS AND READINGS
The following topic outline and reading assignments provide an indication of the subject matter and issues to be discussed during the module. Some of the topics will be covered in less than one meeting while discussion of other topics will either fill an entire session or may spill over into another session. At the instructor’s discretion, modifications or changes may be made in the topics, reading assignments or session contents as the module progresses.
Introduction to HR as a Strategic Contingency
Introduction to the Course and its Objectives
From Personnel Administration to Human Resources Management -- And Beyond
The Importance of HR in Value Creation and Competitive Advantage
The Evolution and Development of Strategic HRM
Proactive HRM as a Strategic Business Partner
Readings:
L. Merritt, “Human Capital Management: More than HR with a New Name,” Human Resource Planning (2007) v. 30 #2 pp. 14-16.
Look over J. J. Jamrog and M. H. Overholt, “Building a Strategic HR Function: Continuing the Evolution,” Human Resource Planning, (2004) v. 27 #1 pp. 51-62.
Human Resources as the Source of Competitive Advantage
Competitive Strategy: The Concept and Types
The Nature and Importance of Competitive Advantage
The Sources of Competitive Advantage
HRM as Part of the Value Chain and a Source of Advantage
Gaining a Sustainable Competitive Advantage
Readings:
E. E. Lawler and S. A. Mohrman, “HR as a Strategic Partner: What Does It Take to Make It Happen?” Human Resource Planning (2003) v. 26 #3, pp. 15-29.
J. Pfeffer, "Producing Sustainable Competitive Advantage through the Effective Management of People,” Academy of Management Executive (1995) v. 9 #1, pp. 55-69.
Organizational Influences on HR Planning and Strategy
Organizational Culture: Concept and Nature
The Impact of Culture on Strategy Formulation and Implementation
Organizational Structure and Design
Management Values, Style and Philosophy
Readings:
J. C. Quick, “Crafting an Organizational Culture: Herb’s Hand at Southwest Airlines,” Organizational Dynamics (Autumn 1992) v. 21 #2 pp. 45-56.
L. A. Mainiero, “Is Your Corporate Culture Costing You?” Academy of Management Executive (November 1993), v. 7 # 4 pp. 84-85.
M. H. Overholt and G. E. Connally, ”The Strands That Connect: An Empirical Assessment of How Organizational Design Links Employees to the Organization,”Human Resource Planning (2000) v. 23 #2, pp. 38-51.
Environmental and Competitor Analysis
Environmental Scanning Concepts
The Level and Scope of HR Scanning
Sources of HR Scanning Information
Identifying Critical Issues
Analyzing Scanning Information
Competitor Analysis
Readings:
J. A. Craft, "Strategic HR Environmental Analysis" (This reading will be sent to you electronically)
Internal Human Resources Analysis
The Concept of Internal HR Analysis
Organization and Market Based Criteria
HR Competences and the HR System Profile
The HR Architecture of the Organization
Elements for Analysis
Readings:
J. A. Craft, "Internal Human Resources Analysis" (Will be sent electronically)
Look over, J. Duncan, P. M. Ginter, L. E. Swayne, “Competitive Advantage and Internal Organizational Assessment,”Academy of Management Executive (August, 1998) v. 12 #3, pp. 6-16.
Human Resources, Business Strategy Formulation and HR Strategy
The Nature of Competitive Strategy
Concepts of Strategy Formulation
HR Linkages and Integration into Strategy Formulation
HR Contributions to Strategy Formulation
HR Metrics
Readings:
J. A. Craft, "Human Resources and Business Strategy" (Will be sent electronically)
Look over D. Ulrich and W. Brockbank, “The Role of Strategy Architect in the Strategic HR Organization,” People & Strategy (2009) v. 32 #1 pp. 24-31.
Human Resources Strategy
The HR Response to Business Strategy
Emerging Concepts of HR Strategy
HR Strategy as a Set of Priorities
Models and Examples of HR Strategy
Factors Shaping the Emergent HR Strategy
Readings:
J. A. Craft, "Human Resources Strategy" (Will be sent electronically)
R. S. Schuler and J W. Walker, “Human Resources Strategy: Focusing on Issues and Actions,”Organizational Dynamics (Summer 1990) v. 19 #1 pp. 4-19.
Other Topics in Strategic HR Management
As we have the time, we may discuss some HR issues of current concern in organizational strategic management. These might include one or more of the following:
Employee Engagement, HR Supply Chain Management, Talent Retention, Global HR Talent Management, or other relevant topics.